{"id":225,"date":"2026-06-10T20:25:59","date_gmt":"2026-06-10T23:25:59","guid":{"rendered":"https:\/\/jgtvpodcast.com\/?p=225"},"modified":"2026-06-10T21:01:19","modified_gmt":"2026-06-11T00:01:19","slug":"nem-todos-os-processos-respondem-a-aceleracao","status":"publish","type":"post","link":"https:\/\/jgtv-programas-e-noticias.builderallwppro.com\/?p=225","title":{"rendered":"Nem todos os processos respondem \u00e0 acelera\u00e7\u00e3o"},"content":{"rendered":"\n

“Compositor de destinos\/ Tambor de todos os ritmos\/ Tempo Tempo Tempo Tempo\/ Entro num acordo contigo<\/em>“. (Ora\u00e7\u00e3o ao tempo – Caetano Veloso)<\/p>\n\n\n\n

Vivemos a era da urg\u00eancia, das empresas que querem inova\u00e7\u00e3o mais r\u00e1pida<\/a><\/strong>, das equipes pressionadas por entregas imediatas. L\u00edderes buscam frequentemente atalhos para antecipar resultados, mas existe um problema: nem todos os processos respondem \u00e0 acelera\u00e7\u00e3o.<\/p>\n\n\n\n

H\u00e1 uma frase cl\u00e1ssica do engenheiro de software Fred Brooks<\/strong> que resume bem essa realidade: “Nove mulheres n\u00e3o fazem um beb\u00ea em um m\u00eas”. A met\u00e1fora ilustra uma verdade frequentemente ignorada nas organiza\u00e7\u00f5es: alguns processos possuem etapas que simplesmente n\u00e3o podem ser comprimidas. A ci\u00eancia da gest\u00e3o oferece diversas evid\u00eancias para esse fen\u00f4meno.<\/p>\n\n\n\n

Daniel Kahneman e Amos Tversky<\/strong> identificaram aquilo que chamaram de “fal\u00e1cia do planejamento”: a nossa tend\u00eancia sistem\u00e1tica de subestimar o tempo necess\u00e1rio para concluir projetos, mesmo quando j\u00e1 possu\u00edmos experi\u00eancia anterior em iniciativas semelhantes. D\u00e9cadas de pesquisas mostram que equipes, gestores e organiza\u00e7\u00f5es repetem continuamente esse erro, acreditando que seu projeto ser\u00e1 a exce\u00e7\u00e3o.<\/p>\n\n\n\n

O pesquisador Bent Flyvbjerg<\/strong>, uma das maiores autoridades mundiais em gest\u00e3o de megaprojetos, demonstrou que atrasos e estouros de or\u00e7amento n\u00e3o s\u00e3o anomalias, mas padr\u00f5es recorrentes em projetos complexos. Sua conclus\u00e3o \u00e9 provocativa: o excesso de otimismo costuma ser um risco maior do que a falta dele.<\/p>\n\n\n\n

Processo de desenvolvimento gradual<\/h2>\n\n\n\n

Em ambientes de inova\u00e7\u00e3o, o desafio \u00e9 ainda mais evidente. A professora Amy Edmondson<\/strong>, da Harvard Business School<\/strong>, mostra que equipes aprendem por meio de experimenta\u00e7\u00e3o, troca de conhecimento e constru\u00e7\u00e3o de seguran\u00e7a psicol\u00f3gica<\/a><\/strong>. Esses fatores s\u00e3o fundamentais para o desempenho, mas exigem tempo para se consolidar. N\u00e3o se acelera aprendizado da mesma forma que se acelera uma linha de produ\u00e7\u00e3o.<\/p>\n\n\n\n

A pr\u00f3pria seguran\u00e7a psicol\u00f3gica (condi\u00e7\u00e3o em que as pessoas se sentem confort\u00e1veis para questionar, errar e propor ideias) possui um processo de desenvolvimento gradual. Ela emerge da conviv\u00eancia, da confian\u00e7a e das experi\u00eancias compartilhadas. N\u00e3o nasce por decreto nem na press\u00e3o por resultados.<\/p>\n\n\n\n

Isso n\u00e3o significa que projetos devam ser lentos. Significa que l\u00edderes precisam distinguir velocidade de precipita\u00e7\u00e3o. Algumas etapas podem ser otimizadas; outras precisam amadurecer.<\/p>\n\n\n\n

Relacionamentos levam tempo para gerar confian\u00e7a. Equipes levam tempo para desenvolver repert\u00f3rio coletivo. Produtos levam tempo para receber feedback suficiente do mercado. Marcas levam tempo para construir reputa\u00e7\u00e3o.<\/p>\n\n\n\n

\u00c9 preciso pensar, essencialmente, prioritariamente, no que realmente pode ser acelerado sem comprometer a qualidade do resultado.<\/p>\n\n\n\n

Projetos bem-sucedidos raramente s\u00e3o aqueles que correm mais r\u00e1pido. S\u00e3o aqueles que respeitam o ritmo necess\u00e1rio para transformar esfor\u00e7o em valor sustent\u00e1vel.<\/p>\n\n\n\n

O mesmo vale para as carreiras<\/h2>\n\n\n\n

A l\u00f3gica da matura\u00e7\u00e3o n\u00e3o se aplica apenas aos projetos. Ela tamb\u00e9m se aplica \u00e0s carreiras.<\/p>\n\n\n\n

Em um mercado que celebra resultados instant\u00e2neos, \u00e9 comum encontrar profissionais tentando acelerar etapas que dependem de experi\u00eancia acumulada. Mas compet\u00eancias complexas \u2014 lideran\u00e7a, influ\u00eancia, vis\u00e3o estrat\u00e9gica, capacidade de negocia\u00e7\u00e3o ou gest\u00e3o de crises \u2014 n\u00e3o s\u00e3o desenvolvidas em cursos de fim de semana ou mentorias rel\u00e2mpago. Elas emergem da pr\u00e1tica, da reflex\u00e3o e da repeti\u00e7\u00e3o.<\/p>\n\n\n\n

A mesma fal\u00e1cia do planejamento identificada por Kahneman aparece nas trajet\u00f3rias profissionais. Queremos a promo\u00e7\u00e3o, o reconhecimento ou a autoridade antes que os fundamentos estejam plenamente consolidados.<\/p>\n\n\n\n

Da mesma forma, o aprendizado genu\u00edno descrito por Amy Edmondson depende da capacidade de experimentar, errar, refletir e aprender coletivamente. O desenvolvimento profissional<\/a><\/strong> sustent\u00e1vel n\u00e3o acontece apesar dos erros, mas frequentemente por causa deles.<\/p>\n\n\n\n

Assim como uma \u00e1rvore n\u00e3o cresce mais r\u00e1pido porque puxamos seus galhos, carreiras s\u00f3lidas n\u00e3o se fortalecem apenas com pressa. Crescimento acelerado pode at\u00e9 gerar visibilidade imediata; matura\u00e7\u00e3o gera consist\u00eancia, credibilidade e perman\u00eancia.<\/p>\n\n\n\n

Talvez a pergunta mais importante para a carreira n\u00e3o seja “como chegar mais r\u00e1pido?”, mas “como me tornar a pessoa capaz de sustentar o lugar onde desejo chegar?”. Ou, ainda, “como posso desenvolver a virtude da paci\u00eancia?”.<\/p>\n\n\n\n

Em um mundo obcecado pela velocidade, talvez a verdadeira vantagem competitiva esteja em compreender o tempo de matura\u00e7\u00e3o das coisas.<\/p>\n\n\n\n

Refer\u00eancias<\/h2>\n\n\n\n

BROOKS JUNIOR, Frederick P.<\/strong> The Mythical Man-Month: Essays on Software Engineering<\/em>. 2. ed. Boston: Addison-Wesley, 1995. Link: https:\/\/archive.org\/details\/mythicalmanmonth00broo<\/a><\/p>\n\n\n\n

EDMONDSON, Amy C.<\/strong> Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly<\/em>, v. 44, n. 2, p. 350-383, 1999. Link: https:\/\/www.researchgate.net\/publication\/243774322_Psychological_Safety_and_Learning_Behavior_in_Work_Teams<\/a><\/p>\n\n\n\n

EDMONDSON, Amy C.; LEI, Zhike.<\/strong> Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct. Annual Review of Organizational Psychology and Organizational Behavior<\/em>, v. 1, p. 23-43, 2014. Link: https:\/\/www.annualreviews.org\/doi\/10.1146\/annurev-orgpsych-031413-091305<\/a><\/p>\n\n\n\n

FLYVBJERG, Bent.<\/strong> What You Should Know About Megaprojects and Why: An Overview. Project Management Journal<\/em>, v. 45, n. 2, p. 6-19, 2014. Link: https:\/\/www.researchgate.net\/publication\/261411676_What_You_Should_Know_About_Megaprojects_and_Why_An_Overview<\/a><\/p>\n\n\n\n

FLYVBJERG, Bent.<\/strong> Top Ten Behavioral Biases in Project Management: An Overview. Project Management Journal<\/em>, v. 52, n. 6, p. 531-546, 2021. Link: https:\/\/arxiv.org\/abs\/2202.00125<\/a><\/p>\n\n\n\n

KAHNEMAN, Daniel.<\/strong> Thinking, Fast and Slow<\/em>. New York: Farrar, Straus and Giroux, 2011. Link: https:\/\/us.macmillan.com\/books\/9780374533557\/thinkingfastandslow<\/a><\/p>\n\n\n\n

KAHNEMAN, Daniel; TVERSKY, Amos.<\/strong> Intuitive Prediction: Biases and Corrective Procedures. In: MAKRIDAKIS, Spyros; WHEELWRIGHT, Steven C. (org.). Studies in the Management Sciences: Forecasting<\/em>. Amsterdam: North-Holland, 1979. Link: https:\/\/www.cambridge.org\/core\/books\/judgment-under-uncertainty\/intuitive-prediction-biases-and-corrective-procedures<\/a><\/p>\n\n\n\n

Por Jussara Goyano<\/p>\n\n\n\n

Artigo publicado originalmente na Newsletter Crescimento em Perspectiva, no LinkedIn. (bota o link para a assinatura no nome da Newsletter – est\u00e1 no final da News).\u00a0<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

L\u00edderes buscam acelerar resultados aumentando a press\u00e3o, mas inova\u00e7\u00e3o e desenvolvimento de equipes n\u00e3o acontecem por atalhos.<\/p>\n","protected":false},"author":1,"featured_media":227,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[24],"tags":[64,21,8,61,65],"class_list":["post-225","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-artigo","tag-aceleracao","tag-carreira","tag-desenvolvimento-humano","tag-seguranca-psicologica","tag-vantagem-competitiva"],"yoast_head":"\nNem todos os processos respondem \u00e0 acelera\u00e7\u00e3o<\/title>\n<meta name=\"description\" content=\"L\u00edderes buscam acelerar resultados aumentando a press\u00e3o, mas inova\u00e7\u00e3o e desenvolvimento de equipes n\u00e3o acontecem por atalhos.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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